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Innovation is doubly hard inside big companies.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Doubly
Companies
Innovation
Inside
Company
Bigs
Hard

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Think about how much it costs to learn more. Sometimes you want to build confidence by knocking off the easy things.
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If you are a large company and you want to do something unique, you almost by definition have to tap onto the core business in some way. Otherwise you are going into a naked fight against startups, and that's just a tough place to be.
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All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.
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A next-generation innovation writer and thought leader worth watching.
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Have a core concept, but wrap it in a full business model.
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The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.
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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.
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I've come to the conclusion that the core characteristic that separates companies that get innovation from those that don't is a simple word: curiosity.
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Small teams move faster than big teams.
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There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.
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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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The sad truth is as difficult as the first mile can be for entrepreneurs, it is doubly tough inside most large companies as innovators can face some significant headwinds.
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Successful strategies adhere to a basic pattern.
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I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.
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The need to be thoughtful about experiment design is particularly acute within large companies, since some of the behaviors, such as having small teams and tapping into low-cost resources to maximize flexibility, won't come naturally to many people inside huge companies.
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The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.
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